This appeared last week:
Private health sector on life support as patients’ care delayed
EXCLUSIVE
By Natasha Robinson - Health Editor
8:24PM June 21, 2024
The health insurance industry is facing the growing prospect of unprecedented government intervention in its contracting with hospitals, as doctors complain patients are being denied surgery or inpatient care even if they have top cover, with hundreds of private facilities around the nation on the brink of bankruptcy.
As concern grows over the shaky viability of the private health system, the nation’s top surgical college has revealed that some privately insured patients are being left in pain and uncertainty as specialists’ theatre lists are cancelled or hospitals abandon completely certain surgeries deemed too unprofitable.
Many other consumers who have taken out top cover are finding they can’t obtain private maternity care or mental health inpatient care amid multiple systemic pressures on the private system that health leaders say is compounding the burden on already critically overloaded public hospitals.
Private hospitals provide one-third of all hospital admissions and 60 per cent of all surgery nationwide. The commonwealth is carrying out a rapid viability review of the $22bn private hospital system, with recent economic analysis revealing 70 per cent of private hospital groups are currently loss-making and the industry as a whole is operating at a profit margin of just 1 per cent.
More than 70 private facilities – including day hospitals, overnight hospitals, psychiatric hospitals and rehabilitation hospitals – have closed nationwide since 2019, according to the Australian Private Hospitals Association.
Private hospitals have not yet recovered from the severe impacts of the Covid-19 pandemic, with the benefit payments being provided to operators under contracts with private health insurers lagging well below health inflation and the rising costs of staff and equipment.
“There has been a cumulative impact in terms of eroding private hospital earnings,” said APHA chief executive Michael Roff.
“I think a lot of people have described this as the most challenging times for private hospitals in living history.
“There is now a significant proportion of private hospitals that are not generating sufficient returns to fund business as usual capital expenditure. We’re really at a crunch time for the industry.”
The private hospital sector is warning it is approaching a “critical mass of private beds disappearing, undermining the value proposition of private health insurance and raising the unprecedented prospect of waiting lists for surgery in the private system.
The denial of theatre time to surgeons in private hospitals has for the past year been mainly affecting specialist reconstructive, surgery especially in Perth, and oral and maxillofacial surgery across the country.
But surgeons say the problem is becoming more widespread, and it is now a growing reality that some privately insured patients are unable to use their health cover for a wider array of operations in the private system.
The issue was raised at a top-level Royal Australasian College of Surgeons meeting of councillors from every surgical speciality this week, where there was white-hot anger over the issue.
“In every state the profitable procedures in private hospitals are being prioritised over the ones which are less profitable,” said specialist plastic surgeon and professor Mark Ashton, an office holder on the RACS council who chairs the college’s fellowship services. “Hip and knee replacement surgeries are being preferentially given theatre time ahead of others. This is now affecting gynaecological surgery across several hospitals in Adelaide. Some surgeons, if they’ve got three lists a week it’s being reduced to two, some surgeons are having their lists completely removed.
“From a public community perspective, if you suddenly say well we’re not going to perform gynaecology surgery in Adelaide in the private health system, where is it going to get done?
“The issue is not only do patients have an out-of-pocket expenditure to get that surgery. The issue is they can’t get the surgery at all. This isn’t on. It isn’t ethical.”
Australian Society of Plastic Surgeons president David Morgan said some specialists were being asked to promise a co-payment to the hospital from the surgeon’s practice to make particular surgical lists viable for private hospitals. He said vested interests in the sector were “pulling in different directions”, and the private health system as a whole was “marginally viable”.
“I think there needs to be some sort of oversight that makes sure patients with all medical requirements are treated relatively equitably, and there aren’t these perverse drivers of higher-paying or more profitable procedures being given preference over others that are just as worthy,” Dr Morgan said.
The call echoes that of the Australian Medical Association, which is campaigning for an independent regulator to govern the private health sector. “The private hospital sector in Australia is so important – it’s too big to fail,” AMA president Steve Robson said.
Private Healthcare Australia chief executive Rachel David said insurers were committed to keeping private hospitals viable and of a high quality, as it was a major part of the value proposition of the entire private health sector.
She said the financial problems facing private hospitals had been triggered in large part by the pandemic and were now being addressed through the health insurance contracting process.
“But what the health funds can do in the contractual process is completely limited by the ability of consumers to pay, and the willingness of the government to approve higher-than-inflation premium increases,” Dr David said.
She also disputed that the health insurance industry was banking “super-profits”, as alleged by private hospitals.
The prospect of greater regulation by the government in the contracting process could affect insurance premiums, she said.
“If we are required to pay more to hospitals, then there must be savings made elsewhere in the claims process,” Dr David said. “Our position is that the consumer needs to be protected.”
Here is the link:
https://www.theaustralian.com.au/nation/patients-care-delayed-as-private-hospitals-pushed-to-the-wall/news-story/e7e2ac6c2adcee3bdbffb9e0a0c0bb46
I have to say that with our mixed private/public system it is vital we keep the private hospital sector healthy and viable.
Overall the mixed system seems to work pretty well and right now there is apparently some risk of major problems emerging. My view is that we need to keep both the private and public systems working well and to avoid any decay of the present systems that is not carefully planned and implemented. If indeed the private hospital sector is under more than reasonable stress this should be corrected.
Do you disagree?
David.
9 comments:
"in February this year, the Government pointed out that there were a total of some six million people who had registered with the Electronic Health Record Sharing System last year, but the electronic health records uploaded by private healthcare institutions remained extremely low in quantity, representing less than one per cent."
No, not Australia; Hong Kong.
Government aims to enhance ehealth system for better healthcare services
https://www.bastillepost.com/global/article/3945113-lcq10-electronic-health-record-sharing-system
Maybe patients just don't care much for eHealth systems
After how long? 14 years? and they are still trying to drive the adoption of some bit of technology. The Digital Health space is littered with roadmaps and strategies. Just one thing missing - achievement of anything useful.
It must be most demoralising to work for ADHA. All that effort and nothing much in the way of improvements to healthcare delivery.
National roadmap released to drive adoption of healthcare identifiers across healthcare settings
https://www.digitalhealth.gov.au/newsroom/media-releases/national-roadmap-released-to-drive-adoption-of-healthcare-identifiers-across-healthcare-settings
Published 1 July 2024
The Australian Digital Health Agency (the Agency) has published the National Healthcare Identifiers Roadmap 2023-2028 (the HI Roadmap), a strategic plan devised in collaboration with the Department of Health and Aged Care (DoHAC) and Services Australia to drive uptake of the Healthcare Identifiers Service (HI Service). Healthcare identifiers are unique numbers used to identify individuals and are used by healthcare providers and healthcare organisations to connect the right information with the right person at the point of care."
Health agency could pay consultants up to $550k for advice on 'insourcing'
Canberra Times
Miriam Webber
July 4 2024 - 5:30am
https://www.canberratimes.com.au/story/8683335/australia-digital-health-could-spend-550k-on-insourcing-advice/
Australia's Digital Health Agency will pay consultants up to $550,000 to develop "an insourcing strategy", in a direct response to new rules requiring the federal public service to slash spending on external labour.
The small agency, which employs about 380 staff, approached the market on Tuesday, July 2, looking for a consultant to advise on building up its APS workforce and capability, for an estimated value between $250,000 and $550,000.
The work will help the agency to bring the delivery of digital services, including the My Health Record, in-house over a 12-month period, and even includes an option to extend by another year.
"The Agency is requesting advice from an experienced partner to support and inform planning around future capability for a government organisation with a focus on insourcing internal development and operations of digital health products and services," documents released on AusTender read.
The successful tenderer will be required to develop "a set of principles, a framework, an operational model and a proposed roadmap for insourcing products and services that the Agency can implement from as early as the last quarter of 2024".
Anne Ruston, the opposition spokesperson for health and aged care, called it "unbelievable that the government is outsourcing more than $500,000 of taxpayer money to provide advice on insourcing".
"With more than a 20 per cent increase in staff headcount over the past year, you would think that this process could be managed by the agency internally," Senator Ruston said, referencing an increase to funded roles at the agency in the 2024-25 year.
"This is just another example of the Government wasting taxpayers' money on bureaucratic nonsense."
The tender documents directly reference new rules introduced by the Albanese government last year, which require agency heads to set targets to reduce their reliance on outsourced labour by June 2024. Progress must then be reported in annual corporate plans from the 2024-25 financial year.
It is part of the government's plan to find $1 billion in savings by the end of June 2028, by cutting contractors, consultants and labour hire across the service.
The targets will also get the books ready for an audit of public service employment next financial year, where Public Service Minister Katy Gallagher expects to see a "pretty significant reduction" on a workforce of nearly 54,000 outsourced roles in the 2021-22 financial year, which cost $20.8 billion.
Labor has in turn increased the Average Staffing Level - the full-time equivalent measure used in the budget papers - of the public service by about 36,000 places since their first budget in October 2022.
Asked whether the contract was in line with government expectations, a spokesperson for the Australian Digital Health Agency said it required external expertise for the "complex and technical work".
"The agency is reshaping and evolving the national digital health infrastructure, including which aspects of this complex information technology services portfolio may be best configured and delivered in house," they said.
"This is complex, technical work and the agency is seeking external expertise to ensure it is delivered effectively."
Why would the ADHA go to experts in out-sourcing for advice on in-sourcing? What do out-sourcers know about in-sourcing? Nothing.
Is ADHA really that incompetent? Not only is it stupid but it draws attention to the fact that they don't have the competence to do what they have been asked to do.
Here's a general question: How do you trust and manage someone to do something for you if you don't know a lot about what you want them to do?
This happens inside the public service as well as outside, when ordinary managers and project managers lead teams of specialists but ignore the fact that they (the managers) don't understand the problems, let alone the answers.
That is comedy gold, are you sure it not a leaked script rom some upcoming TV show?. I can’t believe a group of SES level people in the public service are incapable of sketching out a business and operating model linked to shit they do and services they delive. This must a case of playing for time and waiting for a change of government.
I want to make sure I understand your statement correctly. Are you suggesting that someone who is an expert in SNOMED is going to be an expert in the machinery of government, ASL rules, finance, workforce planning, governance, and compliance? I doubt that a SNOMED scholar would necessarily even have extensive knowledge about areas such as cloud infrastructure, cyber security, privacy, etc.
I agree that the ADHA is not presenting itself well in this situation, but are you trying to discredit the management profession? Is that the only issue you have with this?
IMHO, the management team of a public sector agency should have the competency to understand and achieve their management objectives.
A "SNOMED scholar" is unlikely to be part of the management team.
After over a decade of MyHR, it seems that the ADHA has no idea what MyHR is supposed to do for the average Australian or to encourage them how to do it.
The real problem is that MyHR doesn't do what it was supposed to do, which makes getting people to use it presents quite a problem. Unfortunately ADHA doesn't understand either.
A shameful case of missmanagement. I work in government and believe me, this demonstrates a real lack of awareness, optically and in regard to the significant internal resources and skills available to department and agency heads.
Look what can happen when you outsouce key work:
Monday Boeing announced plans to acquire its key supplier, Spirit AeroSystems, for $4.7 billion, according to the Associated Press — "a move that it says will improve plane quality and safety amid increasing scrutiny by Congress, airlines and the Department of Justice. Boeing previously owned Spirit, and the purchase would reverse a longtime Boeing strategy of outsourcing key work on its passenger planes."
CNN also reports on new allegations Wednesday from a former Boeing quality-control manager: that "for years workers at its 787 Dreamliner factory in Everett, Washington, routinely took parts that were deemed unsuitable to fly out of an internal scrap yard and put them back on factory assembly lines."
https://tech.slashdot.org/story/24/07/06/2359257/amid-whistleblower-complaints-boeing-buys-spirit-ending-outsourcing-of-key-work-on-planes
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